$100M Offers

1. “I have a saying I use to train sales teams “The pain is the pitch.” If you can articulate the pain a prospect is feeling accurately, they will almost always buy what you are offering. A prospect must have a painful problem for us to solve and charge money for our solution.”

2. “If you have a “commodity” offer, you will compete on price (having a price-driven purchase versus a value-driven purchase). Your Grand Slam Offer, however, forces a prospect to stop and think differently to assess the value of your differentiated product. Doing this establishes you as your own category, which means it’s too difficult to compare prices, which means you re-calibrate the prospect’s value-meter.”

3. “A marketing professor asked his students, “If you were going to open a hotdog stand, and you could only have one advantage over your competitors . . . which would it be . . . ?” “Location! ….Quality! …. Low prices! ….Best taste!” The students kept going until eventually they had run out of answers. They looked at each other waiting for the professor to speak. The room finally fell quiet. The professor smiled and replied, “A starving crowd.”

4. “It’s an offer you present to the marketplace that cannot be compared to any other product or service available, combining an attractive promotion, an unmatchable value proposition, a premium price, and an unbeatable guarantee with a money model (payment terms) that allows you to get paid to get new customers . . . forever removing the cash constraint on business growth.”

5. “Step #1: We figured out our prospective client's dream outcome. Step #2: We listed out all the obstacles they’re likely to encounter on their way (our opportunities for value). Step #3: We listed all those obstacles as solutions. Step #4: We figured out all the different ways we could deliver those solutions. Step #5a: We trimmed those ways down to only the things that were the highest value and lowest cost to us. All we have to do now is… Step #5b: Put all the bundles together into the ultimate high value deliverable.”

6. “He looked at me soberly and said: “Make people an offer so good they would feel stupid saying no.”

1. Make Offers So Good People Feel Stupid Saying No

The goal isn't just to be better than competitors—it's to create offers so compelling that prospects would feel foolish declining. This requires dramatically increasing perceived value while minimizing perceived cost and risk. Focus on the outcome transformation, not just the service delivery.

2. Pick a Starving Crowd in a Growing Market

Success is easier when you're selling to people who desperately want what you offer. Choose markets with urgent, expensive problems and plenty of people experiencing that pain. A great offer to the wrong market fails, while an average offer to a starving market can succeed.

3. Stack Value Through Bonuses and Guarantees

Increase perceived value by bundling multiple components together. Add bonuses that cost you little but provide significant value to customers. Back everything with strong guarantees that remove buyer risk. The total value stack should be worth 10x more than the price you're charging.

4. Use Scarcity and Urgency Ethically

Real scarcity and urgency compel action, but they must be genuine. Limited quantities, time-sensitive bonuses, or price increases create urgency when they're authentic. False scarcity destroys trust and damages your reputation. Build real constraints into your business model.

5. Solve Expensive, Urgent, and Ego-Driven Problems

The best markets have problems that are expensive (costing significant money or opportunity), urgent (causing immediate pain), and tied to identity or status. Health, wealth, and relationships problems often fit these criteria. People pay premium prices for solutions to problems that affect their self-image.